For the benefit of the members of the Armed Forces, under the above provision, the Central Government has issued Notification No. GSR dated 13 July As per entry No. Similarly the uniform swords, dirks and Khukries supplied to members of the Armed Forces for wearing as a part of their uniform are exempted from the operation of Section 4 of the Arms Act. According to Item-I in the table annexed to the ibid order, all Junior Commissioned Officers, Warrant Officers, Petty Officers, Non-Commissioned Officers and Soldiers of Armed Forces whether in service or retired, are exempted from payment of fees for the grant or renewal of any licence for the sporting gun or rifle together with reasonable quantity of ammunition for the same.
Section 45 of the Arms Act provides that nothing contained in the Act shall apply to acquisition, possession or carrying the arms and ammunition by or under the orders of the Central Government. It would, thus, be seen that considerable relaxations have been made for members of the Armed Forces under the Arms Act mostly due to the nature of their duties and in recognition of their meritorious service and special standing in society.
Indian Soldiers Litigation Act, The Act confers four important privileges in matters of civil litigation on the members of Armed Forces, viz. Army Act, a Section 28 - Immunity from Attachment. Rent Control Acts Due to concerted efforts of the Central Government and the ex-servicemen, the members of the Armed Forces have been given favoured treatment by number of States in their Rent Control Acts with reference to making their needs as a specific ground for eviction and presenting a special mode of brief and summary procedure for meeting their requirements.
Officer careers typically involve leadership roles like planning and directing military operations, strategically working with enlisted service members or serving in specialized medical or legal roles. Officer careers require a college degree. They offer great responsibility and personal satisfaction for those who decide to pursue them. These are the ways to become an officer. Service academies and senior military colleges offer a four-year higher education experience while fully immersing students in military culture.
Service academies offer full scholarships in return for a service commitment after graduation. One weekend out of the month, students participate in ROTC training, a combination of field exercises and classroom education. The program offers selective scholarships if a student commits to serve after graduation. It teaches leadership skills, military culture and physical training over a to week period.
Direct commission officers are civilians who have special skills needed for military operations. These are usually individuals who have earned professional degrees in fields such as medicine, law and religious studies.
Because of their expertise, direct commission officers may have different age and training requirements than the norm. Whatever path you choose, becoming an officer will begin a career offering a rewarding mixture of thought and action, in which critical skills learned in the classroom are put to the test in the field. Roni Beasley: My name is Lt. Some branches of service offer programs in which an enlistee earns a college degree and attends officer school while serving in the military.
It is also possible to become a warrant officer — a technical and tactical leader — without holding a four-year college degree. The Air Force is the only service that does not have the rank of warrant officer. Officers have significant responsibility as managers and leaders. A newly minted officer typically starts their career as a second lieutenant ensign in the Navy. Officer grades are designated O-1 through O Promotions bring an increase in pay and responsibility, but happen only if there is a requirement.
Officers may spend several years at each rank before rising to the next, though promotions tends to happen faster in the lower ranks. Whichever path you choose, a career in the military as either an enlisted service member or as an officer offers both tangible benefits, such as a steady income, paid leave and health care benefits; and intangible benefits, such as the pride of service, being part of a community like no other and knowing that you are serving a vital role in protecting your country.
To learn more about being a part of the military, contact your service branch recruiter or call Military OneSource at Lieutenants, even corporals and privates, are trained to be entrepreneurial in combat. Creativity of this sort is increasingly celebrated by economists who study growth, many of whom now believe that innovation is essentially the only factor that drives long-term increases in per capita income. Since innovation relies entirely on people—what economists call human capital— academics are showing more appreciation than ever for Joseph Schumpeter and his pioneering focus on entrepreneurship.
Likewise, martial progress relies on innovative officers, especially those who question doctrine and strategy. Usually, rebels in uniform suffer at the expense of their ideas. In a essay in the Armed Forces Journal , Lieutenant Colonel Paul Yingling offered a compelling explanation for this risk-averse tendency. A veteran of three tours in Iraq, Yingling articulated a common frustration among the troops: that a failure of generalship was losing the war.
Despite the turnaround in Iraq since engineered by General Petraeus and his allies, it is hard to escape the impression that the military has indeed become less hospitable to entrepreneurs at the strategic level in the past few decades.
Schumpeter predicted that as capitalist economies evolved, innovation would become routinized in large organizations, obviating the need for individual entrepreneurs. Until the s, this idea was widely accepted in corporate America, and certainly in the defense industry.
In America today, capitalism is entrepreneurial: our economy is defined by individuals failing or succeeding on the strength of their ideas. Crucially, the military has not recognized this shift. It still treats each employee as an interchangeable commodity rather than as a unique individual with skills that can be optimized.
The most blatantly anti-entrepreneurial aspect of the Army is the strict time-in-service requirement for various ranks. Consider the mandatory delay for becoming a general. Active-duty officers can retire after 20 years of service. But to be considered for promotion to general requires at least 22 years of service, and that applies to even the most talented and inspiring military officer in the nation.
John Nagl might have been that officer. His book, Learning to Eat Soup With a Knife , anticipated the kind of insurgency warfare America was likely to face in the new century, and it proved a prescient warning as the wars in Iraq and Afghanistan dragged on. But the surge was more than just the 30, or so additional soldiers and marines who were deployed. In , Nagl hit the year mark, and what happened? He retired. Since he was not yet a full colonel, let alone a general, it was clear that he could be more influential as a civilian.
Had he stayed in the Army, odds are he would have been a career colonel, or a professor at the Army War College. While I assumed the loss of Nagl would be seen as an outrage within the military, most officers I spoke to shrugged it off as typical. I asked the survey respondents to grade different aspects of the military in terms of fostering entrepreneurial leadership, using a standard Athrough-F scale. Formal training programs and military doctrine also got good marks.
What emerged as the weakest area was personnel. Job assignments got 55 percent failing grades.
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